PROJECT DESIGN 2 – OBJECTIVE ANALYSIS 1.3 Analysing the objectives
The analysis of objectives is a participatory approach used to describe the situation in the future once problems have been resolved, and to illustrate the means-end relationships in the diagram. The negative situations on the problem tree are converted into solutions, expressed as positive achievements on the objective tree. The core objective or the desired situation will be at the heart of the objective tree, the effect on top of it and the causes, which should be results, underneath. Like the problem tree exercise, the objective tree should be developed through a consultative workshop, ideally with the same stakeholders. The stakeholder and internal analyses should also be taken into account while assessing how realistic the achievement of some objectives is and also identifying other means necessary to achieve the desired end. Like the problem tree, the objective tree has three main components:
1.3.1 The desired situation This corresponds to the core problem on the problem tree transformed into a positive statement.
Example:
The desired situation represents the real change that the project will achieve. In accordance with results-based management, the desired situation describes a result and refers to a change in the target group and the impact (above the desired situation) on the ultimate beneficiaries. 1.3.2 The means to achieve the desired situation
The objective tree includes all the necessary and sufficient situations (also called means or objectives) that are necessary to obtain the desired situation. On the objective tree, objectives are graphically connected to each other based on means-end logic. The result is a visual model (see Diagram 9) that shows how the desired situation can be brought about.
1.3.3 The desired situation impacts
In the problem tree, the main problem was also the cause of other problems: these are called “problem impacts”. Correspondingly, the desired situation is the means to achieve positive situations that contribute to tackling the problem’s effects. These positive situations are called “desired situation impacts”.
An impact can be “poverty reduced in the region”, “young people have decent employment in district X”, etc. It is important to note that your project (the desired situation it aims to achieve) will only contribute to the long-term impacts. Other projects will need to be implemented, by other partners, to actually achieve long-term impacts.
1.3.4 Building the objective tree
Key actions in building an objective tree:
1) Reformulate all negative situations from the problems analysis into positive situations that are desirable and realistically achievable.
2) Check the means-ends relationships to ensure the validity and completeness of the hierarchy (cause-effect relationships are turned into means-ends links).
3) Check assumptions of equity. Will everyone involved really benefit or will some groups have more access to benefits than others?
4) The guiding question is “HOW”?
Diagram : Objective tree
5) If necessary: revise statements, add new objectives and delete the ones which do not seem suitable or necessary.
Some problems cannot be transformed into realistic objectives. “Strong typhoons during the rainy season” cannot become “reduction in typhoons”. This problem is beyond the control of the project. But if it has a strong influence on the achievement of the desired situation (destroying the crops in an agricultural project, for example), then the problem will need to be kept. At a later stage, once the project is formulated, this problem could be added to the list of assumptions. The project managers will probably have to think of measures to take to cope with the typhoons, like building protection walls or protecting dikes.
1.4 Selecting your strategy Once your objective tree has been finalised, you have to select the project strategy, which is the final step in the situation analysis. It implies the selection of the strategy that will be used to achieve the desired objectives. It involves deciding what objectives will be included in the project and what objectives will remain outside it. You need to set clear criteria for making the choice. The criteria have to be chosen and agreed upon by all the stakeholders. Examples of possible criteria are:
Benefits to the target group
priority / urgency
equity (by sex, age, socio-economic situation)
level of participation
Feasibility (could use the SWOT analysis already done)
financial and economically
technical
human resources
duration of implementation
Link with stakeholders policy
consistent with the business/strategic plan
fit with mandate
consistent with national strategies (such as PRSP, MDG)
compatibility with potential donor priorities
Sustainability
of the benefits
ability to repair and maintain assets post-activity
environmental impact
In most cases, a single project cannot address all the objectives necessary to solve the problem fully. The project team must therefore use the objective analysis to choose the strategy that can make the most significant contribution to solving the problem. In this regard, recalling the core principles stated in the previous chapter, the uniqueness of each project has also to be seen in the light of the multiplicity of actions and strategies that characterise each territory community and potentially each organisation. The success or failure of each and every project will also depend on the synergy that its management team creates with other, complementary initiatives.
1.3 Analysing the objectives
The analysis of objectives is a participatory approach used to describe the situation in the future once problems have been resolved, and to illustrate the means-end relationships in the diagram. The negative situations on the problem tree are converted into solutions, expressed as positive achievements on the objective tree. The core objective or the desired situation will be at the heart of the objective tree, the effect on top of it and the causes, which should be results, underneath.
Like the problem tree exercise, the objective tree should be developed through a consultative workshop, ideally with the same stakeholders. The stakeholder and internal analyses should also be taken into account while assessing how realistic the achievement of some objectives is and also identifying other means necessary to achieve the desired end.
Like the problem tree, the objective tree has three main components:
1.3.1 The desired situation
This corresponds to the core problem on the problem tree transformed into a positive statement.
Example:
The desired situation represents the real change that the project will achieve. In accordance with results-based management, the desired situation describes a result and refers to a change in the target group and the impact (above the desired situation) on the ultimate beneficiaries.
1.3.2 The means to achieve the desired situation
The objective tree includes all the necessary and sufficient situations (also called means or objectives) that are necessary to obtain the desired situation. On the objective tree, objectives are graphically connected to each other based on means-end logic. The result is a visual model (see Diagram 9) that shows how the desired situation can be brought about.
1.3.3 The desired situation impacts
In the problem tree, the main problem was also the cause of other problems: these are called “problem impacts”. Correspondingly, the desired situation is the means to achieve positive situations that contribute to tackling the problem’s effects. These positive situations are called “desired situation impacts”.
An impact can be “poverty reduced in the region”, “young people have decent employment in district X”, etc. It is important to note that your project (the desired situation it aims to achieve) will only contribute to the long-term impacts. Other projects will need to be implemented, by other partners, to actually achieve long-term impacts.
1.3.4 Building the objective tree
Key actions in building an objective tree:
1) Reformulate all negative situations from the problems analysis into positive situations that are desirable and realistically achievable.
2) Check the means-ends relationships to ensure the validity and completeness of the hierarchy (cause-effect relationships are turned into means-ends links).
3) Check assumptions of equity. Will everyone involved really benefit or will some groups have more access to benefits than others?
4) The guiding question is “HOW”?
Diagram : Objective tree
5) If necessary: revise statements, add new objectives and delete the ones which do not seem suitable or necessary.
Some problems cannot be transformed into realistic objectives. “Strong typhoons during the rainy season” cannot become “reduction in typhoons”. This problem is beyond the control of the project. But if it has a strong influence on the achievement of the desired situation (destroying the crops in an agricultural project, for example), then the problem will need to be kept. At a later stage, once the project is formulated, this problem could be added to the list of assumptions. The project managers will probably have to think of measures to take to cope with the typhoons, like building protection walls or protecting dikes.
Please refer to this link: Objective Tree
1.4 Selecting your strategy
Once your objective tree has been finalised, you have to select the project strategy, which is the final step in the situation analysis. It implies the selection of the strategy that will be used to achieve the desired objectives. It involves deciding what objectives will be included in the project and what objectives will remain outside it. You need to set clear criteria for making the choice.
The criteria have to be chosen and agreed upon by all the stakeholders. Examples of possible criteria are:
In most cases, a single project cannot address all the objectives necessary to solve the problem fully. The project team must therefore use the objective analysis to choose the strategy that can make the most significant contribution to solving the problem.
In this regard, recalling the core principles stated in the previous chapter, the uniqueness of each project has also to be seen in the light of the multiplicity of actions and strategies that characterise each territory community and potentially each organisation. The success or failure of each and every project will also depend on the synergy that its management team creates with other, complementary initiatives.